FINAL FLASHCARDS

1
Q

Leadership as a process

A

The use of noncoercive influence to shape the group’s or organization’s goals, motivate behavior toward the achievement of those goals, and help define group or organizational culture.

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2
Q

Leadership as a property

A

The set of characteristics attributed to individuals who are perceived to be leaders.

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3
Q

People who can influence the behaviors of others without having to rely on force.

A

Leaders

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4
Q

Distinctions Between Management and Leadership: Creating an agenda

A

Leadership - Establishing direction and vision for the organization

Management - Planning and budgeting, allocating resources

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5
Q

Distinctions Between Management and Leadership: Developing a human network for achieving the agenda

A

Leadership - Aligning people through communications and actions that provide direction

Management - Organizing and staffing, structuring and monitoring implementation

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6
Q

Distinctions Between Management and Leadership: Executing plans

A

Leadership - Motivating and inspiring by satisfying needs

Management - Controlling and problem-solving

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7
Q

Distinctions Between Management and Leadership: Outcomes

A

Leadership - Produces useful change and new approaches to challenges

Management - Produces predictability and order and attains results

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8
Q

The ability to affect the behavior of others.

A

Power

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9
Q

The power defined by the organization to be accorded to people occupying a particular position.

A

Legitimate power

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10
Q

The power to give or withhold rewards, such as salary increases, bonuses, promotions, praise, recognition, and interesting job assignments.

A

Reward power

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11
Q

The power to force compliance by means of psychological, emotional, or physical threat.

A

Coercive power

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12
Q

The personal power that accrues to someone based on identification, imitation, loyalty, or charisma.

A

Referent power

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13
Q

The personal power that accrues to someone based on the information or expertise that they possess.

A

Expert power

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14
Q

Leadership traits vs. Leadership behavior

A

Leadership traits assumed that some basic trait or set of traits existed that differentiated leaders from non-leaders. On the other hand, the new hypothesis on leadership behavior was that effective leaders somehow behaved differently from less effective leaders.

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15
Q

Michigan Studies was led by..

A

Rensis Likert

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16
Q

2 forms of leader behaviour according to the Michigan studies

A

o Job-centered behavior
— managers who pay close attention to subordinates’ work, explain work procedures, and are keenly interested in performance.

o Employee-centered behavior
— managers who focus on the development of cohesive work groups and employee satisfaction.

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17
Q

Researchers in this did not interpret leader behavior as being one-dimensional as did the Michigan State studies.

A

Ohio State Studies

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18
Q

2 basic leadership styles according to the Ohio State Studies

A

o Initiating-structure behavior
— The behavior of leaders who define the leader– subordinate role so that everyone knows what is expected, establish formal lines of communication, and determine how tasks will be performed

o Consideration behaviour
— The behavior of leaders who show concern for subordinates and attempt to establish a warm, friendly, and supportive climate

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19
Q

It provides a means for evaluating leadership styles and then training managers to move toward an ideal style of behavior.

A

The Managerial Grid

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20
Q

According to subsequent researches, there is no ___________ or “one best way” model of leadership.

A

universal

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21
Q

Horizontal and vertical axis of managerial grid

A

The horizontal axis represents concern for production (similar to
job-centered and initiating-structure behaviors), and the vertical axis represents
concern for people (similar to employee-centered and consideration behaviors).

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22
Q

1.1 manager: (impoverished management)

A

minimal concern for both production and people

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23
Q

9.1 manager:
(authority-compliance)

A

highly concerned about production but exhibits little concern for people

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24
Q

1.9 manager: (country club management)

A

highly concerned about people but exhibits little concern for production

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25
Q

5.5 manager: (middle-of-the-road management)

A

adequate concern for both people and production

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26
Q

9.9 manager: (team management)

A

exhibits maximum concern for both people and production.

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27
Q

It is the ideal style of managerial behavior according to the Managerial Grid.

A

9.9 manager: (team management)

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28
Q

It assumes that appropriate leader behavior varies from one situation to another.

A

Situational Models of Leader Behavior

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29
Q

Least-Preferred Co-worker (LPC) theory

A

A theory of leadership that suggests that the appropriate style of leadership varies with situational favorableness.

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30
Q

He developed the Least-Preferred Co-worker (LPC) theory.

A

Fred Fiedler

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31
Q

Favorableness of the Situation according to the LPC theory

A
  • Leader-member relations – the nature of the relationship between the leader and the work group.
  • Task structure – the degree to which the group’s task is defined.
  • Position Power – the power vested in the leader’s position.
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32
Q

It is a controversial questionnaire by Fiedler.

A

LPC measure

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33
Q

It is a direct extension of the expectancy theory of motivation associated with Martin Evans and Robert House.

A

Path-Goal Theory

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34
Q

The path-goal theory of leadership

A

It suggests that the primary functions of a leader are
to make valued or desired rewards available in the workplace and to clarify for the subordinate the kinds of behavior that will lead to goal accomplishment.

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35
Q

4 Leader Behaviors

A

Directive leader behavior - letting subordinates know what is expected of them, giving guidance and direction, and scheduling work.

Supportive leader behavior - being friendly and approachable, having concern for subordinate welfare, and treating subordinates as equals.

Participative leader behavior - consulting with subordinates, soliciting suggestions, and allowing participation in decision making.

Achievement-oriented leader behavior - setting challenging goals, expecting subordinates to perform at high levels, encouraging and showing confidence in subordinates.

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36
Q

Vroom’s Decision Tree Approach

A

It predicts what kinds of situations call for different degrees of group participation.

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37
Q

Basic Premises of Vroom’s Decision Tree Approach

A

 The degree to which subordinates should be encouraged to participate in decision making depends on the characteristics of the situation.
 No one decision-making process is best for all situations.

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38
Q

2 decision trees

A
  • Decision significance – The degree to which the decision will have an impact on the organization. Subordinates are involved when decision significance is high.
  • Decision Timeliness – The degree of time pressure for making a decision in a timely basis; may preclude involving subordinates.
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39
Q

Decision-Making Styles

A

o Decide — manager makes decision alone and then announces or “sells” it to the group.
o Consult (individually) — manager presents program to group members individually, obtains their suggestions, then makes the decision.
o Consult (group) — manager presents problem to group at a meeting, gets their suggestions, then makes the decision.
o Facilitate — manager presents the problem to the group, defines the problem and its boundaries, and then facilitates group member discussion as they make the decision.
o Delegate — manager allows the group to define for itself the exact nature and parameters of the problem and then develop a solution.

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40
Q

The Leader-Member Exchange (LMX) Approach

A

Conceived by George Graen and Fred Dansereau, stresses the importance of variable relationships between supervisors and each of their subordinates.

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41
Q

A concept that identifies situations in which leader behaviors are neutralized or replaced by characteristics of the subordinate, the task, and the organization.

A

Substitutes for Leadership

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42
Q

Characteristics that Substitute for Leadership: Subordinate

A

ability, experience, need for independence, professional orientation, indifference towards organizational goals

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43
Q

Characteristics that Substitute for Leadership: Task

A

routineness, the availability of feedback, intrinsic satisfaction

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44
Q

Characteristics that Substitute for Leadership: Organization

A

formalization, group cohesion, inflexibility, a rigid reward structure

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45
Q

Assumes that charisma is an individual characteristic of the leader.

A

Charismatic Leadership

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46
Q

A form of interpersonal attraction that inspires support and acceptance.

A

Charisma

47
Q

Leadership that goes beyond ordinary expectations by transmitting a sense of mission, stimulating learning experiences, and inspiring new ways of thinking.

A

Transformational Leadership

48
Q

The capability to understand the complexities of both the organization and its environment and to lead change in the organization to achieve and maintain a superior alignment between the organization and its environment.

A

Strategic Leadership

49
Q

Perhaps now more than ever, high standards of this leadership style is being held up as a prerequisite for effective leadership.

A

Ethical Leadership

50
Q

The activities carried out for the specific purpose of acquiring, developing, and using power and other resources to obtain one’s preferred outcomes.

A

Political Behavior

51
Q

In this leadership style, culture is used as a broad concept to encompass both international differences and diversity-based differences within one culture.

A

Cross-Cultural Leadership

52
Q

Common Political Behaviors

A

 Inducement - offering to give something to someone else in return for that person’s support.
 Persuasion - persuading others to support a goal on grounds that are objective and logical as well as subjective and personal.

53
Q

Providing support for another person’s position that obliges that person to return the favor at a future date.

A

Creation of an obligation

54
Q

Using force to get one’s way.

A

Coercion

55
Q

Making a direct and intentional effort to enhance one’s image in the eyes of others.

A

Impression management

56
Q

The process of transmitting information from one person to another.

A

Communication

57
Q

The process of sending a message in such a way that the message received is as close in meaning as possible to the message intended.

A

Effective communication

58
Q

Raw figures and facts reflecting a single aspect of reality.

A

Data

59
Q

Data presented in a way or form that has meaning.

A

Information

60
Q

Characteristics of Useful Information

A

 Accurate – Provides a valid and reliable reflection of reality
 Timely – Available in time for appropriate managerial action
 Complete – Provides the manager with all the information that he or she needs
 Relevant – Information that is useful to managers in their particular circumstances for their particular needs

61
Q

Steps in the Communication Process

A
  1. Deciding to transmit a fact, idea, opinion, or other information to the receiver.
  2. Encoding the meaning into a form appropriate to the situation.
  3. Transmitting through the appropriate
    channel or medium.
  4. Decoding the message back into
    a form that has meaning to the
    receiver.
62
Q

It is anything disrupting the communication process.

A

Noise

63
Q

2 forms of Interpersonal Communication

A
  • Oral communication - Face-to-face conversation, group discussions, telephone calls, and other circumstances in which the spoken word is used to transmit meaning
  • Written communication - Memos, letters, reports, notes, and other circumstances in which the written word is used to transmit meaning.
64
Q

The pattern through which the members of a group communicate.

A

Communication network

65
Q

Types of Communication Networks

A

Wheel - most centralized network
because one person receives and disseminates all information.

Y pattern - slightly
less centralized—two people are close to the center.

Chain - two people (the ones at each end) interact with only one other person.

Circle - circle pattern

All channel - most decentralized, allows a free flow of information among all group members.

66
Q

2 forms of Organizational Communication

A
  • Vertical communication - Communication that flows up and down the organization, usually along formal reporting lines.
  • Horizontal communication - Communication that flows laterally within the organization; involves colleagues and peers at the same level.
67
Q

Upward vs. Downward communication

A

Upward communication consists of messages from subordinates to superiors. While, downward communication occurs when information flows down the hierarchy from superiors to subordinates.

68
Q

The resources used by an organization to manage information that it needs to carry out its mission.

A

Information technology (IT)

69
Q

In IT, this have made it increasingly easy for managers to use many different kinds of information systems.

A

Information Systems Advances

70
Q

An application of information processing for basic day-to-day business transactions.

A

Transaction-processing systems (TPSs)

71
Q

An information system that supports an organization’s managers by providing daily reports, schedules, plans, and budgets.

A

Management information systems (MISs)

72
Q

An interactive system that locates and presents information needed to support the decision-making process.

A

Decision support systems (DSSs)

73
Q

In this, people work at home on their computers and communicate with colleagues and co-workers using electronic media.

A

Telecommuting

74
Q

A quick-reference, easy-access application of information systems specially designed for instant access by upper-level managers.

A

Executive support system (ESS)

75
Q

The construction of computer systems, both hardware and software, to imitate human behavior— that is, to perform physical tasks, use thought processes, and learn.

A

Artificial intelligence (AI)

76
Q

A communication network similar to the Internet but operating within the boundaries of a single organization.

A

Intranets

77
Q

A communication network that allows selected outsiders limited access to an organization’s internal information system, or intranet.

A

Extranets

78
Q

An informal communication network among people in an organization.

A

The Grapevine

79
Q

2 most common grapevine chains

A

gossip chain - one person
communicates messages to many others

cluster chain - many people pass messages to
a few others.

80
Q

It may cross different levels and different departments or work units, and it may or may not have anything to do with official organizational business.

A

Informal Communication in Organizations

81
Q

An approach to communication that involves the manager literally wandering around and having spontaneous conversations with others.

A

Management by Wandering Around

82
Q

Any communication exchange that does not use words or uses words to carry more meaning than the strict definition of the words themselves.

A

Nonverbal Communication

83
Q

3 kinds of nonverbal communication

A

Images—the kinds of words people elect to use to give emphasis and effect to what they say.

Settings—symbols of power and influence how people choose to communicate in organizations.

Body language—body
and hand movement, pauses in speech, and
mode of dress.

84
Q

Individual Barriers to Effective Communication

A

Conflicting or inconsistent signals

Credibility about the subject

Reluctance to communicate

Poor listening skills

Predispositions about the subject

85
Q

Organizational Barriers to Effective Communication

A

Semantics

Status or power differences

Different perceptions

Noise

Overload

Language differences

86
Q

The regulation of organizational activities in such a way as to facilitate goal attainment.

A

Control

87
Q

The Purpose of Control

A

Control provides an organization with ways to adapt to environmental change, to limit the accumulation of error, to cope with organizational complexity, and to minimize costs.

88
Q

Areas of Control

A

 Control of Physical Resources - includes inventory management, quality control, and equipment control

 Control of human resources - includes selection and placement, training and development, performance appraisal, and compensation.

 Control of information resources - includes sales and marketing forecasting, environmental analysis, public relations, production scheduling, and economic forecasting

 Control of financial resources - is the most important area, because financial resources are related to the control of all the other resources in an organization

89
Q

Levels of Control

A
  • Operations Control – Focuses on the processes that the organization uses to transform resources into products or services
  • Financial Control – Concerned with the organization’s financial resources
  • Structural Control – Concerned with how the elements of the organization’s structure are serving their intended purpose
  • Strategic Control – Focuses on how effectively the organization’s strategies are succeeding in helping the organization meet its goals.
90
Q

A position in organizations that helps line managers with their control activities.

A

Controller

91
Q

Steps in the Control Process: Establish Standards

A

Control standards..
1. should be expressed in measurable terms.
2. should be consistent with organizational goals.
3. should be identifiable indicators of performance.

92
Q

Steps in the Control Process: Measure Performance

A

 Performance measurement is an ongoing process.
 Performance measures must be valid indicators (e.g., sales, costs, units produced) of performance.

93
Q

Steps in the Control Process: Compare Performance Against Standards

A

 Define what is a permissible deviation from the performance standard.
 Utilize the appropriate timetable for measurement.

94
Q

Steps in the Control Process: Determine the Need for Corrective Action

A

 Maintain the status quo (do nothing).
 Correct the deviation to bring operations into compliance with the standard.
 Change the standard if it was set too high or too low

95
Q

It focuses on the processes the organization use to transform resources into products or services

A

Operations Control

96
Q

Forms of Operations Control

A

Preliminary control
(Input) - focus is on inputs to the organizationalsystem.

Screening control
(Transformation) - focus is on how inputs are being transformed into outputs.

Postaction control (Outputs) - focus is on outputs from the organizational system.

97
Q

It is concerned with the organization’s financial resources.

A

Financial control

98
Q

A plan expressed in numerical terms.

A

Budget

99
Q

Types of Budget: Financial Budget

A

Cash flow or cash budget - All sources of cash income and cashexpenditures

Capital expenditures budget - Costs of major assets such as a new plant, machinery, or land

Balance sheet budget - Forecast of the organization’s assets and liabilities

100
Q

Types of Budget: Operating Budget

A

Sales or revenue budget - Income that the organization expects to receive from normal operations

Expense budget - Anticipated expenses for the organization
during the coming time period

Profit budget - Anticipated differences between sales or
revenues and expenses

101
Q

Types of Budget: Nonmonetary Budget

A

Labor budget - Hours of direct labor available for use

Space budget - Square feet or meters of space available for various functions

102
Q

Strengths of Budgeting

A

 Budgets facilitate effective operational controls.
 Budgets facilitate communication between departments.
 Budgets established records of organizational performance, which can enhance planning.

103
Q

Weaknesses of Budgeting

A

 Budgets can hamper operations if applied too rigidly
 Budgets can be time consuming to develop
 Budgets can limit innovation and change

104
Q

A profile of some aspect of an organization’s financial circumstances

A

Financial Statement

105
Q

List of assets and liabilities of an organization at a specific point in time.

A

Balance Sheet

106
Q

A summary of financial performance over a period of time, usually one year.

A

Income Statement

107
Q

The calculation of one or more financial ratios to assess some aspect of the organization’s financial health.

A

Ratio Analysis

108
Q

An independent appraisal of an organization’s accounting, financial, and operational systems.

A

Audits

109
Q

A form of organizational control characterized by formal and mechanistic structural arrangements.

A

Bureaucratic Control

110
Q

An approach to organizational control based on informal and organic structural arrangements.

A

Decentralized Control

111
Q

Control aimed at ensuring that the organization is maintaining an effective alignment with its environment and moving toward achieving its strategic goals.

A

Strategic Control

112
Q

Focuses on whether to manage the global organization from a centralized or decentralized perspective.

A

International Strategic Control

113
Q

Characteristics of Effective Control

A

Integration with Planning - the more control is linked to planning, the more effective the control system.

Flexibility - the control system must be flexible enough to accommodate change.

Accuracy - Inaccurate information results in bad decision making and inappropriate managerial actions

Timeliness - A control system should provide information as often as necessary.

Objectivity - A control system must be free from bias and distortion

114
Q

Resistance to Control

A

Over-control - Trying to control too many details.

Inappropriate Focus - The control system may be too narrow or it may focus too much on quantifiable variables and leave no room for analysis or interpretation.

Rewards for Inefficiency - Rewarding operational inefficiency can lead employees to behave in ways that are not in the best interests of the organization.

Too much accountability
- Efficient controls are resisted by poorly performing employees